BUOYANT Delta dawn
Back in the late 1960s and mid-1980s, Delta Air Lines Inc. advertised its services using a familiar jingle that went something like this: “Delta is ready when you aaarrreee … Delta is ready to fl yyy …” Today, the COVID-19 Delta variant is ready when you are (espe- cially if you’re not protecting yourself) and by what we’ve seen in the viral surge numbers, it’s also ready to fl y. The real question is whether healthcare organizations are ready for Delta. If they’ve learned anything from the bobbing, ducking,
pivoting and weaving during the last 18 to 19 months of dealing with COVID-19’s demands on clinical service and the supply chain, it may be safe to say they are – or at least they should be. Some still contend that more needs to be done to shore up the supply chain as less product has been making it to shore. They further argue the federal and/or state government should step in and take charge, if not take control. Give the federal government credit for recognizing the value in private sector supply chain
operations when roughly a quarter-century ago they switched out their depot system that served them well for decades in favor of the just-in-time (JIT) distribution system used by healthcare organizations for decades. Never mind that JIT has come under fi re for all of the demand spikes and supply shortages during the pandemic. Many private sector experts agree that within their realm a newly modifi ed JIT model will be needed post-pandemic. The real serious issue with this is that the federal government wants to develop this new solution seemingly without consulting with or involving the very experts working diligently within the system they want to adopt. Imagine a medical supply czar, for example, making ill-informed, unrealistic edicts and fi ats
without meeting with a hospital supply chain leader, distributor executive or manufacturer executive for context. That would be like the U.S. Food and Drug Administration administrator trying to launch an Uncle Sam-branded ice cream chain without at least chatting with Ben & Jerry or Warren Buffett whose Berkshire Hathaway company owns Dairy Queen. The answer is both simple and obvious: The feds – and state armchair supply chain experts
– should recruit the professionals to direct, if not lead and manufacture, any “national” sup- ply chain improvements. Bureaucrats and politicians should consult with the experts in lieu of holding public hearings for ersatz dramatic effect. Lives depend on it. Livelihoods, too. Bottom line: We don’t want this Delta dawn to prematurely take anyone to the mansion
in the sky. DATA BANK
What are some of the challenges that Supply Chain has in working with physicians/surgeons?
Physicians/surgeons don't want Supply Chain opting for “cheaper” products just to save money for the organization.
Physicians/surgeons prefer the advice/infl uence of their sales reps over that of Supply Chain when it comes to distinguishing between new products and new versions of existing products.
Physicians/surgeons don't want Supply Chain telling them how to practice medicine.
Physicians/surgeons don't necessarily care about an organization’s budget issues, particularly if they're not employed by that organization.
Physicians/surgeons have more infl uence within the C-suite than Supply Chain. Physicians/surgeons egos can intimidate Supply Chain, particularly in front of the C-suite.
24% 24%
Physicians/surgeons don't think Supply Chain has the patient or patient care in mind.
0% 0%
4 September 2021 • HEALTHCARE PURCHASING NEWS •
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EDITORIAL
Publisher/Executive Editor Kristine Russell
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Jimmy Chung, MD, FACS, Associate Vice President, Perioperative Portfolio, Providence St. Joseph Health, Renton, WA; Joe Colonna, Chief Supply Chain and Project Management Offi cer, Piedmont Healthcare, Atlanta, GA; Karen Conway, Vice President, Healthcare Value, GHX, Louisville, CO; Dee Donatelli, RN, CMRP, CVAHP, Vice President Of Professional Services, symplr, and Principal, Dee Donatelli Consulting, LLC, Overland Park, KS; Melanie Miller, RN, CVAHP, CNOR, CSPDM, Value Analysis Consultant, Healthcare Value Management Experts Inc. (HVME) Los Angeles, CA; Dennis Orthman, Consulting, Braintree, MA; Janet Pate, Nurse Consultant and Educator, Ruhof Corp.; Richard Perrin, CEO, Active Innovations LLC, Annapo- lis, MD; Jean Sargent, CMRP, FAHRMM, FCS, Principal, Sargent Healthcare Strategies, Port Charlotte, FL; Rose Seavey, RN, BS, MBA, CNOR, ACSP, Seavey Healthcare Consulting Inc., Denver, CO; Richard W. Schule, MBA, BS, FAST, CST, FCS, CRCST, CHMMC, CIS, CHL, AGTS, Managing Director Synergy Health NorthEast at STERIS Instrument Management Services; Barbara Strain, MA, CVAHP, Principal, Barbara Strain Consulting LLC, Charlottesville, VA; Deborah Petretich Templeton, RPh, MHA,Chief Administrative Offi cer (Ret.), System Support Services, Geisinger Health, Danville, PA; Ray Taurasi, Principal, Healthcare CS Solutions, Washington, DC area
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